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내부․외부시장지향성이 서비스품질 및 내부․외부고객만족에 미치는 영향

The Effects of Internal-External Market Orientation on the Service Quality and Internal-External Customer Satisfaction

한창희|박유식
한국기업경영학회 (Korean Corporation Management Association)|2012.06|기업경영연구 (Korean Corporation Management Review)|제19권 제3호|pp. 305-330|DOI http://dx.doi.org/

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참고문헌

키워드

Service Quality서비스품질Market Orientation외부고객만족시장지향성내부고객만족Internal Customer SatisfactionCustomer Satisfaction.Internal Market Orientation내부 시장지향성
주제분류경영학

초록

내부시장지향성의 목적이 내부고객만족을 통해 종업원의 바람직한 시장지향적 행동을 창출하기 위한 것이므로 내부마케팅의 성과는 서비스품질과 고객만족에 긍정적으로 영향을 미칠 수 있어야 한다. 이 연구는 내부시장지향성과 시장지향성의 관계를 바탕으로 충분한 실증연구가 수행되지 않아 논란이 되고 있는 문제들과 관련하여 첫째, 내부시장지향성과 시장지향성의 관계에서 내부고객만족의 역할, 둘째, 시장지향성과 내부고객만족이 외부고객이 지각하는 서비스품질과 만족에 미치는 영향을 분석하여 이론적․관리적 시사점을 제안하였다. 이를 위해 서비스제공자인 내부고객과 서비스수혜자인 외부고객을 쌍으로 하여 설문조사가 수행되었다(dyadic research). 분석결과 내부시장지향성이 시장지향성에 직접 영향을 미치지 않고 매개변수인 내부 고객만족을 통해 시장지향성에 긍정적으로 영향을 주고 있었으며, 시장지향성은 서비스품질을 매개로 하여 외부고객의 만족에 이르게 된다는 것을 발견하였다. 또한 내부고객만족과 외부고객만족은 유의한 관련성이 있는 것으로 나타나 고객만족을 달성하기 위해서는 먼저 내부고객만족이 선행되어야 함을 제시하였다. 이 연구는 내부마케팅의 성과가 외부마케팅 성과로 어떻게 연결되는지에 관한 실증연구라는 점에서 의미를 찾을 수 있으며, 선행연구에서 명확히 밝혀지지 않은 논란들에 관한 추가적인 시사점을 제안할 수 있었다

Abstract

Internal marketing orientation is an area within the broader market orientation that remains relatively under-researched. An internal market orientation (IMO) is a philosophy for satisfying and motivating employees as internal customers to create organizational performance. It is on the belief that satisfied and motivated employees are essential if customers are to be satisfied. This paper examines the impact of internal market-orientation on market orientation (MO) and consequently organizational external performance. In this paper, the impact of internal market orientation on external market orientation was considered with the mediating effect of internal customer satisfaction (ICS) and consequently organizational performances perceived service quality (SQ) and external customer satisfaction (CS). Lings and Greenley (2009) provided the first quantitative evidence to support the long held assumption that internal marketing has an impact on marketing success. This study is to get more useful knowledge on the relationship between internal marketing and external marketing performance. In order to specify their strong relationship between two major components (internal marketing and external marketing performance) in our model, we considered five main factors (IMO, MO, ICS, SQ, and CS) and developed hypotheses. The purposes of this research were first, this study examined the role of IMO in developing an MO. This study focused on the concept of IMO and how it affects MO and ICS. Specifically, our research had a concern about whether ICS influences the MO directly or indirectly. Second, we tried to investigate how ICS and MO affect to SQ and CS as consequent performances. In order to achieve these purposes, we gathered data which composed of 117 pairs from H company’s employees (external customers or service beneficiary) as organizational buyers and the employees of corporative firms (internal customer or service providers) of H company were analyzed using structural equation modeling employing LISREL. There are two main results. First, MO wasn’t influenced by IMO directly, but IMO has an effect on ICS. This data indicates that the effect of IMO on MO is mediated by ICS. These results were similar results with Lings (2004) rather than Lings and Greenley (2009) who insisted on direct effect between IMO and MO. There is another difference between our study and Lings and Greenley (2009). Our study support previous researches arguing that internal marketing make their employees motivated to behave market orientation (Mohrw-Jackson, 1991). Lings and Greenley’s study revealed that employee motivation didn't influence their MO behavior. In the logical point of view, however, the result of our study is valid evidence rather than Greenley’s study, since motivation is a group of phenomena which affect the nature of an individual's behavior, the strength of the behavior, and the persistence of the behavior. In order to solve this discrepancy, more future empirical research to examine extended model is needed. Second, our results also support previous findings indicating a positive impact of MO on SQ which impact customer satisfaction. Moreover, the effect of MO on CS is mediated by perceived service quality. This kind of study is not rare, but confusing of the mediating effect of SQ to CS is remained. Our research had a little contribution to provide empirical evidence on the role of SQ on CS in the dyadic framework which was one of the main contributions of this study. Some research domain is studied dyadic framework such as measuring effects of internal marketing on the performance of external marketing. The core limitation of this study was sampled from only one company case which makes matter of generalization and difficulty of solid insistence of the results. The future research should have concern about expanding the idea of this study and should get rid of sampling matter by extracting from various types of companies.

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